TELEPERFORMANCE_Registration_document_2017

ENVIRONMENTAL, LABOR AND SOCIAL INFORMATION

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5.2 Staff information

5.2.7 Training

2. in line with our continuing focus on safety and security, in 2017ball employees completed an e-learning course in Group safety and security standards during the year; after the course, all employees took a test in order to certify their assimilation of the required knowledge; 3. continuation of the policy of setting up regional centers of excellence, where selected center managers, deputy center managers and supervisors complete a two-week training course on best practices to be applied at each stage of their job. Well-established and recognized in the CEMEA region, regional centers of excellence are currently being rolled out in China and the Philippines; 4. launch of a Sales Academy focused on developing sales skills and aimed at a broad spectrum of employees ranging from agents to sales directors. A set of materials was first drawn up by our top sales directors, then our sales executives and agents completed set of training modules aimed at optimizing sales at each interaction; 5. continued roll-out of the internal training quality standard (improving the training of trainers), and certifying the Group’s subsidiaries in terms of the standard; 6. over 1,000 training modules are available on the e-learning platform to help employees develop their skills in a wide variety of areas including hiring, soft skills and Microsoft Office ® . 5.2.7.3 Teleperformance University Teleperformance University is an executive program divided into six modules taking place in different locations: ■ innovation, CX Lab and Atlantic experience (Lisbon, Portugal); ■ marketing, solutions and strategy (São Paulo, Brazil); ■ business development and final support (Guadalajara, Mexico). Each module lasts one week and the whole training program is completed in ten months. 80% of the classes are delivered by senior leaders from Teleperformance, although we also have external professors from renowned universities who provide a more academic perspective. This in-house university is geared towards high-potential managers aiming to become future senior leaders in the Group. During the training, we stress the multicultural and global scope of the Group. 18bparticipants from 15bcountries completed the training course over the academic year from September 2016bto July 2017. In July 2018, another 18bparticipants, also from 15bcountries, will complete the course that began in September 2017. ■ operations, IT and security (Salt Lake City, USA); ■ social and environmental responsibility, NPS and Six Sigma (Manila, Philippines); ■ finance (Athens, Greece);

Training is a major component in our Human Resources management, especially in the Group’s business, which aims to put people at the service of other people. Training at Teleperformance is provided via three separate entities: ■ Teleperformance Academy for the training of Contact Center Advisors; ■ Teleperformance Institute for the training of managers; ■ Teleperformance University for high-potential employees in the Group. 34,189,097 training hours were provided in 2017, compared tob32,413,418 in 2016. 5.2.7.1 Teleperformance Academy At a local level, training programs intended for Contact Center Advisors are delivered on recruitment and/or for new clients/ products requiring specific knowledge. In agreement with the client, these training sessions last on average between one week for simple operations to five weeks for more complex products requiring in-depth product knowledge. Since 2014, all new hires have systematically taken part in an induction seminar on Group culture and values as of their first day at Teleperformance. In 2017, a total of 33,387,568 training hours were provided to agents, i.e . 179bhours on average per agent, versus 30,661,377 total hours or 167bhours per agent in 2016. 5.2.7.2 Teleperformance Institute At the central level, the Teleperformance Institute provides all Group management staff (supervisors, platform managers, operational directors, etc.) with e-learning and “face-to-face” training. In view of its global presence and desire to involve a maximum number of employees, the Group has focused particularly on developing e-learning. For the sake of greater independence, the e-learning platform has been developed in-house since late 2011, and is available in the main Group languages. Thanks to the e-learning process, Teleperformance employees were able to develop their leadership, communication, time management and project management skills. 478,369 training hours were provided in 2017, accounting for 1.39% of total 2017btraining hours. This year, our training platform scored a resounding success with an average of 31,435bunique visitors per month (versus 18,538 in 2016). This performance may be attributed to the platform recast and expanded content offer. In 2017, the Teleperformance Institute focused on six areas: 1. besides the existing training program designed for supervisors, the Teleperformance Institute developed two new supplementary training schemes, “training fundamentals” and “hiring”, so that all future supervisors would receive the same training and learn about the same basic targets during their first six months in their new post. Since 2017, supervisors have been awarded a certificate when they reach a certain level of competency;

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Teleperformance bb - bb Registration documentbb 2017